Deepak Shahdadpuri

I visited Mumbai in December 1998 on a business school graduation trip. I had not been to India for over a decade. On that trip, everything changed for me. Given the opportunity I saw driven by growing consumer demand, I pivoted my professional career and personal ambitions to go all in India. Many may argue that I was 10-15 years too early. Early investments include brands that are market leaders today: Saffronart, India’s leading auction house; Sula Vineyards, India’s lead wine brand; and Cleartrip, one of India’s first OTAs. As I spend more time in ASEAN, I see many similarities in Jakarta, Ho Chi Minh and Manila. The smartest are coming back from the US and Europe to build business across sectors in their home countries. Consumers are becoming more demanding and asking more from the brands they buy. The incumbents, large and slow, are finding it difficult to launch new brands for this new consumer. We at DSG Consumer Partners are committed to spending the next decade seeding the ASEAN insurgent consumer brands of the future. My partner Sameer Mehta recently spoke to DealStreetAsia’s Ngoc Nguyen about the firm’s plans. We have already partnered with Youvit, SATURDAYS, and Rosé All Day in Indonesia, Colourette and PICKUP COFFEE in the Philippines, and Coolmate and Marathon Education (YC W22) in Vietnam. Our other Singapore-based businesses, including SaladStop Group, Moom Health, Blood, and Kind Kones, are active in these markets. I expect that, like India, these companies and economies will take time to mature. The need of the hour is 𝐥𝐨𝐧𝐠-𝐭𝐞𝐫𝐦 𝐢𝐧𝐯𝐞𝐬𝐭𝐨𝐫𝐬 𝐚𝐧𝐝 𝐚𝐧 𝐞𝐜𝐨𝐬𝐲𝐬𝐭𝐞𝐦 𝐭𝐡𝐚𝐭 𝐭𝐡𝐢𝐧𝐤𝐬 𝐝𝐞𝐜𝐚𝐝𝐞𝐬, 𝐧𝐨𝐭 𝐲𝐞𝐚𝐫𝐬. #insurgentbrands #cpg #startups #consumer #brands #india #southeastasia #sea #brickbybrick #wswod

295

10 Comments

Pilgrim Secures $9 Million in Series B Extension Funding, Led by Fireside Ventures and Vertex Ventures. The beauty and personal care industry are witnessing unprecedented growth, with direct-to-consumer (D2C) brands like Pilgrim leading the charge. Founded in 2019 by Anurag Kedia, Pilgrim raised Rs 75 crore, bringing its valuation to approximately Rs 2,075 crore (around $250 million), a remarkable 3x increase from its last funding round. This surge in valuation, particularly for a non-technology company, is surprising even to industry experts, but it underscores the explosive growth of the sector, especially within the skincare segment, heavily influenced by Korean beauty traditions. Let’s break down what Pilgrim has done right—lessons that are valuable not just for beauty brands, but for all D2C companies: • Global Ingredients with Indian Sensibility: Pilgrim has successfully blended global beauty rituals with Indian preferences, resonating strongly with local consumers. • Clean and Sustainable: Their focus on chemical-free, cruelty-free, and vegan products aligns with the growing consumer demand for ethical and sustainable options. • Strong Digital Presence: Leveraging e-commerce platforms has enabled Pilgrim to expand its market reach, making it easily accessible to a broad audience. • Effective Storytelling: Pilgrim’s engaging branding, emphasizing heritage and innovation, has built a strong connection with its audience. • Customer-Centric Approach: High customer satisfaction has driven loyalty and growth. The Numbers Behind the Boom • Global Market: Valued at $564B in 2022, projected to reach $716B by 2025. • E-commerce: Now accounts for 20% of sales, up from 12% in 2019. • Skincare: Dominates with 42% market share, growing 7.6% annually. • Sustainability: 73% of consumers are willing to pay more for eco-friendly products. • Influencer Marketing: Over $7B spent in 2023, driving 60% of new product sales. • Startups: Raised $1.8B in 2023, focusing on AI and AR innovations. The beauty and personal care industry’s growth trajectory is clear, and brands like @ Pilgrim are well-positioned to ride this wave, setting a strong example for D2C companies across sectors.

4

Established Fresh Food Brands should venture into FMCG to achieve massive scale! Before I explain further why & how they can do that, let us first understand basics of fresh food businesses in India. 🥙For a vast majority of Indians; fresh food is easily available and accessible - thanks to our "home cooked meal" which is mostly prepared fresh. 🥙2 out of 4 meals (in a day) by an average Indian is consumed at home and hence for us, Healthy Food = Fresh! 🥙The above two consumer behavior has been the biggest driver for “out of home” food consumption too! 🥙Here for the definition - I would like to put HORECA (hotels, restaurants, catering) under the umbrella of "fresh food businesses”. 🥙As much as food is at core for driving HORECA business, the service aspect along with it's food is critically important for their success. 🥙Maintaining freshness of the food (knowing the shelf life issues, wastages etc.) along with its services aspect has always been deterrent to achieve massive scale. Given our rising dependency on packaged foods & the need to have 'near-to-fresh' products positioned on the retail shelf; poses ample opportunities for established HORECA brands to venture into their own range of packaged foods. 🍝Most of the hotels, restaurants and even caterers derive their consumer loyalty through taste and specialised cuisine they master in 🍝Riding on this loyalty and stronger taste preferences - HORECA brands can deep dive into their menus to chalk out their top selling items / food concepts 🍝They can further attempt to convert these recipes into pantry staples or kitchen essentials in the packaged format 🍝The line of packaged food items can be marketed under same brand name to ensure to ride on the stonger brand equity created by the mother HORECA brand 🍝Moreover, it would be easy for them to sell these through their restaurants / website and also reatil stores nearby their restaurants 🍝HORECA chains can simply retain their unique taste & recipes and hire a contract manufacturer without worrying about capital investments for manufacturing Chalking below few examples of how fresh food concepts can be converted into packaged foods: - Can a renowned chain of Indian restaurants sell Indian chutneys, or curries - Can a chain of asian restaurats manufacture asian sauces, dips & condiments - Can a speciality dessert chain get into their own line of chocolate sauces, ice-creams, waffles and lot more One such establised Indian QSR brand that is attempting to do this successfully is Wow! Momo! After scaling their QSR business through Momos and Chindian cuisine, with more than 660 stores across the country - WOW Momos has ventured into frozen momos, cuppa noodles, thukpa, coconut water in the packaged foods range and is having a robust omni-channel go-to-market strategy for their FMCG range. They expect FMCG to bring a significant 25% revenue of nearly Rs 100 crore to its overall topline in the next 3 yrs! #fresh

50

8 Comments

Mohit’s Musing# **Rediscovering Leadership: A Visit to an Old Friend** Recently, I reconnected with an old friend, COO of a company with interests in the alcobev and hospitality sectors. Our meeting took place in his office, where we reminisced over a freshly brewed cup of French press coffee from their coffee plantation, exclusive to their hospitality division. As we strolled through the office, I couldn't help but notice the chairman's room. Unlike the typical executive setup, it featured a TV and a large table for reviews and business discussions on the right side, a cozy sit-out area on the left for informal chats, and a central round table for close discussions. However, what caught my eye was the absence of a traditional chairman's desk, complete with the usual gadgets, screens, Mont Blanc pens, etc. Puzzled, I asked my friend where the chairman worked. He explained that the chairman utilized any of the three seating areas I had seen, choosing whichever suited the task at hand. This piqued my curiosity, prompting me to ask about the chairman's working style and communication methods. My friend shared that the chairman converses daily with the CEOs of two businesses and the group CFO, time depending on the necessity. He trusts his team to filter information effectively, preferring concise, direct communication over lengthy presentations. In the evening, I happened to meet chairman over drinks and found him understanding his business to the level that he could explain it to a 12-year-old. When I asked about his style of operation, he said, "I don’t and didn’t do anything; it's my team who does it, and that's why we are here." This resonated with my belief, which I have always upheld over three decades of corporate work: your team should know more than you in their subject, and being surrounded by people who are more intelligent than you will help you grow, outshine, and give you time for what you love to do. His approach reflects a leadership style grounded in trust and delegation. By empowering his team within a well-defined framework of responsibility and authority, the chairman fosters an environment where management reviews and works collaboratively. The emphasis is on talking and connecting regularly, ensuring that decisions are informed and swift without unnecessary bureaucracy. In this corporate ecosystem, the chairman's minimalist setup and efficient communication style serve as a testament to the power of delegation and trust. It’s a refreshing reminder that effective leadership isn’t about micromanaging every detail but about believing in your team and maintaining open lines of communication. This visit was not just a walk down memory lane but a valuable lesson in modern leadership—one that emphasizes connection, trust, and the power of a well-delegated team. #Leadership #TrustAndDelegation #Teamwork #EffectiveManagement #CorporateCulture #BusinessGrowth

79

3 Comments

𝐅𝐈𝐗𝐈𝐍𝐆 𝐀 𝐁𝐀𝐃 𝐈𝐌𝐏𝐑𝐄𝐒𝐒𝐈𝐎𝐍 𝙏𝘼𝙆𝙀 𝙏𝙃𝙀 𝙊𝙋𝙋𝙊𝙍𝙏𝙐𝙉𝙄𝙏𝙔 𝙏𝙊 𝙂𝘼𝙄𝙉 𝙋𝙀𝙍𝙎𝙋𝙀𝘾𝙏𝙄𝙑𝙀 Recognising that bad first impressions are common can help you learn from negative experiences, reducing pressure and building confidence in future interactions. 𝘼𝙎𝙎𝙀𝙎𝙎 𝙏𝙃𝙀 𝙎𝙄𝙏𝙐𝘼𝙏𝙄𝙊𝙉 Before reacting to a negative experience, assess the situation. Take note during the event if things are not going well, adjust to make it more fruitful. If realising post-event, consider strategies like follow-up communication. 𝙎𝙀𝙀𝙆 𝙊𝙐𝙏 𝙊𝙋𝙋𝙊𝙍𝙏𝙐𝙉𝙄𝙏𝙄𝙀𝙎 𝙁𝙊𝙍 𝙈𝙊𝙍𝙀 𝙄𝙉𝙏𝙀𝙍𝘼𝘾𝙏𝙄𝙊𝙉𝙎 Regular interaction with those you wish to impress, such as in casual conversations or office tasks, can help build a positive impression. Consistency is key. 𝘼𝘿𝘿𝙍𝙀𝙎𝙎 𝙏𝙃𝙀 𝙎𝙄𝙏𝙐𝘼𝙏𝙄𝙊𝙉 In some cases, follow-up meetings may not be guaranteed, so it's important to reach out after the initial meeting to schedule another discussion, especially for project planning or important interactions. 𝙂𝙀𝙏 𝙁𝙀𝙀𝘿𝘽𝘼𝘾𝙆 In some situations, it's hard to understand how an interaction led to a particular impression. By asking for feedback, like ways to enhance performance, you can improve relationships and show you value others' input. #LBFalumni #skyhightower

42

Insightful perspective on what truly matters to investors! A timely reminder that while ideas can be replicated, the founder’s unique strengths and vision are what set them apart. It’s all about you as the founder – your adaptability, track record, and drive to make it happen. Who else agrees?

12

1 Comment

𝙐𝙣𝙙𝙚𝙧𝙨𝙩𝙖𝙣𝙙𝙞𝙣𝙜 𝙉𝙤𝙣-𝘾𝙤𝙢𝙥𝙚𝙩𝙞𝙩𝙞𝙫𝙚 𝘾𝙡𝙖𝙪𝙨𝙚𝙨 𝙖𝙣𝙙 𝙩𝙝𝙚 𝙃𝙤𝙘𝙘𝙤 𝙄𝙘𝙚 𝘾𝙧𝙚𝙖𝙢 𝙋𝙞𝙫𝙤𝙩 A non-competitive clause in business deals prevents sellers from starting or engaging in competing ventures for a specified period. This was the case when the Chona family sold Havmor Ice Cream to Lotte for INR 1,020 crore in 2017, including a non-competitive clause. After this period, the Chonas saw a significant opportunity in the new-age ice cream market. They pivoted their brand, Hocco , from serving Indian recipes in QSR restaurants to a thriving ice cream brand. This decision was driven by several factors: Market Potential: They recognized the growing demand for innovative ice cream products. Expertise: They already had extensive experience in the ice cream business. Goodwill: They had strong relationships with distributors and a positive reputation in the Indian market. Emerging Quick Commerce: The rise of quick commerce platforms provided a perfect boost for launching a new-age ice cream brand like Hocco. They secured a Rs 100 crore investment from Sauce.vc VC and other angel investors, successfully re-entering the ice cream market with renewed focus and innovation. Non-competitive clauses provide breathing room for Ankit Chona to plan their next move strategically without immediate competition. For Hocco, it meant transforming and relaunching as an ice cream brand, demonstrating the strategic benefits of such agreements. #StartupStrategy #NonCompetitiveClauses #Havmor #HoccoIceCream #Entrepreneurship #BusinessGrowth #Investment

24

1 Comment

🚨 Exclusive: Slay Coffee, one of the oldest coffee D2C brands is struggling Slay Coffee, an early entrant in the D2C coffee space in India, is downscaling its cloud-kitchen operations with a three-month timeline to completely ditch this model. The Bengaluru-based brand, founded in 2015 and majority-owned by cloud-kitchen leader Rebel Foods, will shift from the format of delivering online coffee orders to a retail business involving cafés. Slay is trying to revive its business with new strategies. Even as Slay is working on new strategies, more brands entered the space with aggressive plans and the backing of venture capital firms. In the past two years, coffee chains have raised nearly $100 million, a steep increase from the $22 million gathered in the preceding four years, according to Tracxn. Full details👇 #Coffee #Bengaluru #Cafe #Cloudkitchen https://lnkd.in/d4eBw5CX

15

2 Comments

𝗛𝗲𝗿𝗲'𝘀 𝗵𝗼𝘄 𝗔𝗺𝘂𝗹 𝗶𝘀 𝗯𝗮𝗻𝗸𝗶𝗻𝗴 𝗼𝗻 𝘁𝗵𝗲 𝗽𝗼𝘄𝗲𝗿 𝗼𝗳 𝗻𝗼𝘀𝘁𝗮𝗹𝗴𝗶𝗮 𝗺𝗮𝗿𝗸𝗲𝘁𝗶𝗻𝗴? As we mark World Milk Day today, here is a piece one of the best examples of how Asia’s largest milk brand is leveraging nostalgia in building a brand. The spotlight is back on an iconic Shyam Benegal directed ‘Manthan’ when recently GCMMF walked the red carpet at Cannes where the 4K restored version was released. Did you know Manthan is India’s first crowdfunded film where 5,00,000 farmers donated ₹2 each to bring the project to fruition 48 years ago? The jingle ‘𝘔𝘦𝘳𝘰 𝘎𝘢𝘢𝘮 𝘒𝘢𝘵𝘩𝘢 𝘗𝘢𝘳𝘦𝘺’ taken from the same movie has been refurbished several times by the brand to evoke positive emotions for brand. Amul scored perfectly every time to transport us back to memories and feelings associated with the past to create an emotional connection with its consumers. A wealth of research shows that nostalgia can result in creating more trust towards the brand and increase purchase intention. ➡️Following the reception at Cannes, the restored version of Manthan will be released in 100 theatres, across 50 cities in India on June 1 and June 2. 𝐂𝐡𝐞𝐜𝐤 𝐭𝐡𝐢𝐬 𝐨𝐮𝐭 𝐟𝐨𝐫 𝐨𝐧𝐞 𝐦𝐨𝐫𝐞 𝐭𝐢𝐦𝐞. (𝐀𝐮𝐝𝐢𝐨 𝐨𝐧 𝐩𝐥𝐞𝐚𝐬𝐞!)🔊 This is so iconic and nostalgic, that every time I come across this ad film it gives goosebumps! Happy weekend. #worldmilkday #nostalgia #nostalgiamarketing #retromarketing #amul #marketing #iconicads #bestads

103

17 Comments

"Six Degrees of Separation: A Serendipitous Encounter Today, I had the pleasure of staying at Vishwa Yuva Kendra with Shrirag, Devika, and Annu after attending the BEC. As fate would have it, my friend Ashish Bhosale, who works with a prominent masala trading brand, was in Delhi for a meeting. I invited him to join us, and the introductions led to unexpected connections. Annu's business caught Ashish's attention, and he offered to support her venture's growth. Meanwhile, Devika's drone manufacturing expertise surprised Ashish, revealing that he had previously visited her office and facilitated a sale to his friend in Rajasthan. Their final negotiations are slated for this month. This chance encounter reinforced the 'Six Degrees of Separation' theory – we're merely six connections away from anyone. This experience highlights the power of networking and fostering meaningful relationships. Key Takeaways: - Serendipity can lead to valuable connections - Shared interests and introductions can spark collaborations - Healthy business relationships can emerge from unexpected encounters Thanks to Ashish, Annu, Devika, and Shrirag for illustrating the potential of six degrees of separation. Let's continue to cultivate meaningful connections and support each other's growth." #BUDDHAINSTITUTE #BEC #BUDDHAFELLOW

89

2 Comments

*** KISHLAY FOODS ACQUISITION *** Exits in food are fascinating and so incredibly hard. I’ve always believed that learning about exits and valuations is one of the most important parts of being an entrepreneur.   It is also the topic I and Suhasini Sampath get asked about the most. Hence I read the news around Kishalay foods being acquired with interest. Some back of envelope calculations using public data from Tracxn. If you have more accurate please let me know — I'll update this:   - Revenue: The company is at Rs 350cr 'net revenue' (defined as: net of promos, discounts and margins) in FY23. It has probably increased in the 18 months since then. Note that we are not talking metrics like GMV/ARR   - Profitability: Company is virtually breakeven at -3.4% EBITDA.   - Exit value: The reported exit value: 600-700cr   - Revenue multiple: Around 2 (not accounting for tranches, primary vs secondary or future revenue milestones and discounts on secondary transactions). This is around what I've seen for several similar businesses. ************   My two cents on ways to maximise exits for promoters in food: 👉🏽 Raise little capital. Think Haldirams. Food businesses are best built over long periods of time with patience and they compound for the promoter. Also very few food businesses make money for investors and could lead to conflicts on how to exit/grow a business 👉🏽 Build a business that creates market share in a category that is growing. Market share is more important than sales in food. Market share has to be consistent in all categories that you build. 👉🏽 If you are good at trading then do commodities as a distribution play: Large business in commodity categories (where there are a dozen or more players with large sales) usually are best built as distribution businesses for the promoter (think whey, dryfruits etc). Exits are very difficult as these are low GM (Tip: Also, don't fool yourself and inflate GM saying DTC has no margins and put cost under other headers) These are highly price-sensitive, procurement-led, businesses where getting to a few hundred crores is easy and many players are there. If you can trade well then do this. Just manage your working capital well. 👉🏽 IPO is a very difficult path and there is a sweet spot to exit in food. There have been very few (4-5) in the last 2-3 decades. Mostly traditional businesses. 👉🏽 Unprofitable companies are almost never acquired Except if you can truly prove brand sales. Metric used to measure this is Sales/Capital raised. How much capital did you raise to create market share in an interesting category? How much is net sales without the aid of marketing? PS: Photo is of a recent ET event where Arush Chopra is asked by Deep Bajaj (both BPC exit founders) that evergreen question: 'How is a brand valued'?

104

#FMCG leaders - STOP TAKING INDIAN CONSUMER FOR A RIDE For years, major FMCG BRANDS HAVE CONTROLLED Indian households through convenience and clever marketing—pumping consumers with SUB-STANDARD, LOW-QUALITY, UNHEALTHY PRODUCTS under the guise of “healthy” benefits that were outright misleading. Kirana shops were silent partners. The untold rules: “STOCK LEADS TO SALES” and “HAMMER FALSE CLAIMS UNTIL CONSUMER BELIEVES them” Here’s the reality check: QUICK COMMERCE and SOCIAL MEDIA have disrupted, democratized, and transformed the FMCG landscape. Consumers are now INFORMED, EMPOWERED, and DONE with being taken for granted and misled. FMCG brands, kirana shop owners, and the government—it’s time to wake up or GET LEFT BEHIND. ## FMCG Brands: STOP BLAMING - EARN BACK CONSUMER TRUST • TRANSPARENCY IS NON-NEGOTIABLE: Consumers are FED UP with hidden ingredients and false health claims. Start being HONEST about what’s inside. Drop the sugar, additives, and processed junk—OR GET READY TO BE REPLACED by cleaner, more transparent brands. • STOP BANKING ON BLIND LOYALTY: Loyalty is DEAD. Today’s consumers want HEALTH, QUALITY, and ETHICS—not empty promises. If you can’t innovate with products that truly resonate, prepare to watch your market share slip away to brands that can. • GO DIGITAL—FAST: Quick commerce isn’t a threat; it’s a TOOL. Embrace it, or get outplayed by brands that leverage digital channels and data to stay relevant. Your consumers have moved online—WHY HAVEN’T YOU? #KiranaShop Owners: WORK FOR THE CONSUMER NOT THE BRAND • BE THE LOCAL TRUST HUB: People trust you. Stock brands that are HONEST and HEALTH-FOCUSED. Become the go-to for QUALITY, not just convenience. • PARTNER WITH HONEST BRANDS: Consumers want alternatives to cheating brands. Build relationships with ethical brands that match new consumer values. Become known for QUALITY, not just the same old products. • DIGITIZE TO COMPETE: Small steps matter. List your shop online, offer home delivery, and STAY CONNECTED with your customers. Quick commerce can’t replace your local credibility—USE IT TO YOUR ADVANTAGE. Government: PROTECT CONSUMER INTEREST • MANDATE HONEST LABELS: Enforce strict standards on health claims. STOP BRANDS FROM MISLEADING CONSUMERS. If you don’t protect them, you’ll FURTHER lose credibility. • EMPOWER KIRANA SHOPS: Support local stores with incentives for digital tools and training. KEEP THEM COMPETITIVE in an online world where big players dominate. • FOSTER LOCAL, ETHICAL BRANDS: Give small, honest brands a leg up. INCENTIVIZE SUSTAINABLE PRACTICES and help these businesses reach more consumers. ##BottomLine FMCG ecosystem is transforming because CONSUMERS ARE TRANSFORMING. Quick commerce has given consumers CHOICE, SPEED, and INFORMATION. The era of taking consumers for granted is OVER. Embrace transparency, empower kirana stores, and support honest brands. THAT’S THE FUTURE OF FMCG #RatneshJain Revant Himatsingka (Food Pharmer)

763

21 Comments

Being Categorical. Herewith hoping this first of a series on various categories of items we consume in our daily life will find resonance with followers. At Zump® Expand. Sales. Capability. we add categories for the retailers to serve their esteemed consumers. Heeng (asafoetedia)-a seasoner. Innumerable brands, selling their version of Heeng, claim it to be the best. Celebrity endorsements push their heeng brands into the kitchen as a must have for that aroma laden cooking. हींग लगे न फिटकरी रंग भी चोखा होय - अर्थ: खर्च कम काम अच्‍छा Even though this phrase seems to exist in our lexicon and folklore for centuries, surprisingly Heeng is not cultivated in India. India imports about 1,200 tonnes of raw heeng worth Rs. 600 crore from Iran, Afghanistan and Uzbekistan. It has much to do with the climate. A herbaceous plant of the umbelliferae family, it is a perennial plant whose oleo gum resin is extracted from its thick roots and rhizome. The plant stores most of its nutrients inside its deep fleshy roots. It thrives in dry and cold desert conditions. The plant can withstand a maximum temperature between 35 and 40 degree, whereas during winters, it can survive in temperatures up to minus 4 degree. Scientists at CSIR-Institute of Himalayan Bioresource Technology (IHBT), Palampur approached the National Bureau of Plant Genetic Resources (NBPGR) in 2017, with an experimental project to cultivate heeng in the Indian Himalayas. The agriculture ministry has distributed heeng seeds to seven farmers in four locations in the Lahul-Spiti valley. The challenge remains that heeng seeds remain under a prolonged dormant phase and the rate of seed germination is just 1%. Celebrities too are happy endorsing heeng, knowing that supply is limited and Heeng is a must to add ingredients in Veg and non veg cooking. #beingcategorical Zump® Expand. Sales. Capability. #category #brand

3

1 Comment

I am actually tired of PITCH DECKS and PPT. I find it easier and faster to build business on ground and generate revenue (rokda) on the ground than making PPts. I don’t know if I am slow in making PPts or just fast in building business on ground. My Pitch Deck is - Take a #flight and check the #sight (of my business on the ground) P.S - Protein Box meals by the sea… *See comments as my counterpoints.

70

9 Comments

A lot of time while talking to leaders we have to insist on changing the ME to WE. & here is our simple reasoning - We all work together towards a shared GOAL, that’s why it’s an organisation. It’s a collective effort not an individual effort. So when it comes to RESPECT everyone deserves it. You are not running the company alone. We all work for an Organisation, our titles & salary might be different but we are equally contributing to its success. There is a famous African saying -“if you want to go fast go alone, if you want to go far go together”. Organisation are built so that they can last longer. The Key word for every leader is Sustainable Longterm Growth. Therefore replace the Me with We in real sense of making every effort count, respected, appreciated and encouraged. Then see the RESULTS of a SUPERCHARGED and committed team. The Word ME divides the Team but WE, Unites the Team. & it’s the TEAM that wins. LEVER BRIDGE COMPANY

77

8 Comments

https://lnkd.in/dt7Yg3ip Q Commerce and why it suits Indian Culture I wrote this for Prasad at Brand Equity Attaching the original in case you can't access the link enjoy shiv Prasad Sangameshwaran

159

19 Comments

Imagine walking down a bustling street in Mumbai and noticing that fewer people are stopping by traditional shops. Instead, they're glued to their smartphones, making purchases with a few taps on their apps. According to a recent Bernstein report, India’s Gen Z is driving this shift, with mobile app usage soaring by 35% year-over-year. This generation, aged 18-24, prefers the convenience and instant gratification of mobile apps over traditional retail methods. They’re influencing a major transformation, with 70% of their spending now happening online rather than in physical stores. For brands, this means investing in user-friendly apps and digital engagement strategies to connect with these savvy consumers and stay relevant in today’s fast-paced market. #GenZ #consumptiontrends #D2C #Personalisation

10